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Professor Randolph Bucklin Gold B516, 825-7339 Office Hours: By e-mail appointment

Faculty Support: Elliot Emmer Gold B512, 825-2506 Class: Tuesdays 3-5:50 pm; 7:10-10 pm.

COURSE DESCRIPTION AND OBJECTIVES The focus of this course is on the challenges firms confront in “going to market” – that is, the way in which companies organize to reach and market to their end users. For many firms, particularly in business-to-business markets, the focus is on setting up and managing professional sales organizations. On the other hand, the opportunity many firms have to reach customers through indirect channels poses an additional set of challenges. Accordingly, this course has been organized around these two related sets of management issues. Given the nature of the problems we will cover, the class will be based substantially on case analysis and discussion.

Channel Management: The first half of the course will cover issues in channel selection and management. We discuss the trade-offs firms confront between using direct sales and third-party distribution and the challenges involved in managing multiple channels. We also study the effective management of third-party distributors, covering the number of resellers to authorize (i.e., distribution intensity), power, control, and channel conflict. Lastly, we take up the perspective of the middleman, examining critical issues in retail strategy. Sales Force Management. The second half of the course will cover issues in the management of an in-house, professional sales organization (i.e., going direct). These include understanding the effective management of personal selling, sales force sizing, compensation plans, the role of district managers, and sales force organization. During this phase of the course, students will participate in a computer-based sales simulation in which they will play the roles of sales representatives, sales managers, and sales vice presidents.


What is the course not about? As a course in management, there will be relatively little emphasis on sales technique (i.e., students should not expect a course on how to be a better salesperson). As an elective in the marketing area, the course also does not emphasize issues in supply chain management (e.g., improving logistics, inventory management, transportation, etc.). Students interested in this subject

2 .should consider enrolling in the Supply-Chain Management elective course offered by the Decisions. Operations and Technology Management faculty.

Course Reader: Management 261A Cases and Readings. Zoltners. To provide you with a forum. 2001. 3. The Complete Guide to Accelerating Sales Force Performance. via case analysis and simulation. Study Groups Students will need to form study groups early in the quarter. Ideally. Andris A. Class Format For the most part. Prabhakjant Sinha. No group may have more than five members. to make an independent assessment of the go-to-market system in use by a company or industry of your own choosing.) Text (recommended): Zoltners. and Greggor A. Course Materials 1. and latest thinking bearing on the key issues in salesforce and channel management. and empirical findings useful in sales and channel management. To provide you with an opportunity. To familiarize you with the concepts. 2. New York. (Available through the UCLA bookstore publishing service. 3 . analytical techniques. 4. theory. COURSE ORGANIZATION The sections below discuss the mechanics of the course in some detail. To provide you with practice. Approximately 40 percent of the class time will follow a lecture format. concepts. These sessions are devoted to the presentation and discussion of theories. This will be done primarily through lectures and assigned readings. AMACOM.The objectives for this course are: 1. in which you may further develop your business communication skills and receive feedback from your peers and the instructor. class activity will be divided between lectures and case discussions. groups should be composed of four members. both online and print. The lecture/discussion sessions are often 2. Groups of two or three will be permitted only with instructor permission. in applying key concepts and theory to the solution of problems in sales and channel management. Lecture/Discussions. both written and oral. through the course project.

regardless of whether or not a written assignment has been prepared. make sure that you are comfortable with what you would have done in the management situation described in the case and why. Inc. Each student will play the role of a quota-carrying sales representative for EchoPort. Grades for the sales simulation element of the course will be based on performance in the various phases of the simulation. Reps will receive leads and allocate their efforts across different selling activities in an attempt to convert their leads into sales.accompanied by assigned readings from the course packet. Written Case Assignments One group and one individual case write-up assignment will be required during the quarter. The readings are considered an integral part of the course and students will be held responsible for their content during discussion and in their case analyses. you should be able to handle the preparation questions listed in the syllabus as well as (i) state clearly what management should do and (ii) provide a specific. The assigned case studies have been selected to fit the objectives of the course and to cover a cross section of interesting industries in both consumer and business-to-business marketing settings.k. About 60 percent of the class time will be case discussion. Reps also will be responsible for providing sales forecasts to management. compensation. All students are expected to come to class ready to discuss each case. Students will work individually on this phase of the simulation. and sales force organization in a fastpaced. but may discuss it with each other. cold called) to provide specific recommendations and analysis. high pressure environment. This simulation runs concurrently with the class. including length 4 . I will provide further specific details on the format for this write-up in class and in a hand-out. Later in the quarter. Even if you do not contribute to a specific case discussion by speaking. territory allocation. Lectures are not designed to summarize the readings. Case discussions. but results will be reported and discussed as the simulation progresses. At a minimum. logically consistent rationale for your recommendations. teams of students will participate in an in-class competitive national sales simulation. (the fictitious leading manufacturer of portable ultra-sound devices). More details about the EchoPort simulation and the national sales simulation will be provided as the course progresses.a. Teams will play the role of a sales vice president and his/her management team and must make decisions regarding sales force sizing. Sales Simulation During the latter half of the quarter students will take part in a computer-based sales simulation exercise. Students may be called upon at any time (a. although many important concepts will be consolidated and extended.

Hard copy versions of all assignments are due at the beginning of class on the due date. Use of publicly available information and your own research is acceptable. and providing a brief outline) is due in class the 7th week of the quarter. Students need not obtain “inside access” to a company. Basis for Grading Each student’s overall course grade will be based upon the following: Class Participation/Preparation In-class participation Optional prep Q hand-ins Case Analysis (Individual) Sales Simulation Individual 10%. where appropriate. Team 5% Case Analysis (Group) Course Project (Group) There will be no in-class mid-term or final examination.limitations on the papers. Course Project The project for this course is a “sales and channel audit. describing the topic. To be fair to all students. Groups will be required to submit a written report (not to exceed 3000 words) no later than the Monday of the final exam week. if any. The final report should consist of your evaluation of the go to market system (or a selected aspect of it) and your recommendations for changes. and intensively study its sales and/or distribution system. Grading class participation is necessarily subjective. late papers will not be accepted unless there is a documented medical or family emergency. Some of my criteria for evaluating effective class participation include: 20% 15% 15% 15% 35% 5 . A two-page progress report (stating your group members. Grading Class Participation. Groups may also “audit” the performance of the sales channels for an industry (versus a specific firm). although that is encouraged where possible. Please make sure that you consult this handout before preparing the written case analysis. Group assignments are to be done with the other members of your study team. Details will be available in a separate hand-out distributed early in the quarter. a business unit within a firm.” Each group may select a firm. or.

and analytical tools presented in class lectures or reading materials? Is the participant a good listener? Are the points made relevant to the discussion? Are they linked to the comments of others? Is the participant willing to interact with other class members? Is the participant an effective communicator? Are concepts presented in a concise and convincing fashion? 2. Students may hand in brief answers to the preparation questions assigned for each case to insure that they will receive passing credit for case preparation.. the work must provide a minimum acceptable set of answers to each of the questions. Is the participant prepared? Do comments show evidence of analysis of the case? Do comments add to our understanding of the situation? Does the participant go beyond simple repetition of case facts. This is encouraged in the event of a class absence (email is acceptable). regardless of their performance on other written work or the sales simulation. 6 . disconnected from the network. I will try to call on the student with the least cumulative air time to that date. This procedure. concepts. Absences seriously affect a student's participation grade (especially if they exceed more than one class session) because of the foregone opportunity to contribute to class discussion and be recognized for doing so. A high absentee rate may result in a failing grade for class participation and the course as a whole. and Seating Laptop computers or other electronic devices (phones. Electronic Devices.e. Regular attendance in class is expected and is a course requirement.) may not be used while class is in session and must be closed. 3. should help to ensure that everyone who is well prepared and wants to contribute will have ample opportunity to do so. and placed out of view. etc. the amount of “air time” you take up). adding analysis and conclusions? Do comments show an understanding of theories. To receive credit. A seating chart will also be distributed in week two and all students will be required to take the same seat for the remainder of the course. These must not exceed two single spaced pages and will be evaluated on a credit/no-credit basis. Students failing to achieve a passing grade for class participation may fail the course as a whole. PDA’s. even for students who have been diligent in submitting the above described answers to the preparation questions. Your grade for class participation is not simply a function of the quantity of your comments (i.1. carried out over the course of the quarter. Policy on Laptops. Students are required to bring and set up their name cards for every class session. In situations where multiple students have raised their hands to speak. I will evaluate you on how thoroughly and originally you respond to my questions and to the issues raised in the case as well as how effectively you take into account the comments and analyses of your classmates.

2.Mgmt 261A – Sales and Channel Management Schedule of Class Sessions Spring 2012 Session 1a 1b 2a 2b 3a 3b 4a 4b 5a 5b 6a 6b 7a 7b 8a 8b 9a 9b 10a 10b 11 Date Topic 3-Apr Course Overview/Going to Market 3-Apr Selecting the Go-to-Market Model 10-Apr Direct or Indirect? 10-Apr Managing Horizontal Conflict 17-Apr Expanding to Online Distribution 17-Apr Managing Vertical Conflict 24-Apr Rebuilding a Channel 24-Apr Retail Strategy 1-May Competing in Retailing 1-May Managing Direct Sales 8-May Role of the District Manager 8-May Sizing the Sales Force 15-May Allocating Sales Resources 15-May Compensating the Sales Force 22-May Developing a Successful Sales Model 22-May Organizing the Sales Force 29-May Merging Sales Organizations 29-May EchoPort Discussion/Review 5-Jun In-Class Sales Simulation (VP Level) 5-Jun Course Wrap-Up 11-Jun Course Projects Due Vocera Case Assignment Due Avon Sonance Reed Supermarkets GW NetApp EP1 Biotron EP2.3 are EchoPort sales simulations deadlines 7 . IW indicate group and individual write-ups due ** EP1.Proj Desc Progreso Financiero IW Veritas EP3 Portaview/Sonatek Project * GW.

Take-aways for developing effective channel strategy will be emphasized. JulyAugust 1987. This case study chronicles the start-up and expansion of the Famous Amos cookie company into multiple distribution channels. READINGS: 1. 2.” Harvard Business Review. 34-41. SESSION 1B (Tuesday. “The Role of the Sales Force in the Go-to-Market Strategy. April 3) TOPIC: Course Introduction A short introduction to the course will be provided. 4.” Journal of Marketing. and course objectives.SESSION 1A (Tuesday. “Channel Selection for New Industrial Products: A Framework. UV2969. for deciding between the use a direct sales force versus an indirect channel. “Designing Channels of Distribution. 1-35. (Recommended) ZSZ Text Chapter 1. we will develop a framework to aid in channel selection decisions and. Menezes. VIDEO CASE: What Makes Amos Famous: A Case Study in Channel Strategy. Stern and Sturdivant. specifically. 3. Students will be asked to assess the company’s strategy and suggest recommendations. April 21. and Maier. Method and Application. Spekman and Farris. July 1992. April 3) TOPIC: Channel Selection LECTURE: In this session.” pp.” Darden. 69-82. Rangan. covering administrative issues. and especially 31-35. course outline. 2009. 8 . “Customer-Driven Distribution Systems.

developing a network of value-added resellers (VARs). 1997.000 per year. retail stores. What are the implications for channel selection? 3. We then turn to a discussion of managing the co-existence of parallel channels. Thomas-Graham.2 million. with a quota of $1. 37-43. READING: 1. 9 . will be $250. We discuss the classic problem of horizontal conflict (inter-channel competition for the sale of goods and services to the same end users) and how to manage it.” in which more than one channel to end users operates concurrently. Number 3. performing at quota. “Channel Conflict: When is it Dangerous?” The McKinsey Quarterly. and other building environments. The system reminds people of the Star Trek “communicator” because a user can start a conversation simply by pressing a button on their device and saying who he or she wishes to speak with. SESSION 2B (Tuesday. What are the implementation-related challenges Vocera has in managing its indirect channel? How would you compare these to the challenges in managing a direct channel? 4. April 10) TOPIC: Direct or Indirect? CASE DISCUSSION: Vocera Communications Vocera makes voice communications systems for hospitals. Bucklin. We also briefly cover the problem of gray markets and how management can address them. How do you think Vocera should go to market? Why? Please be specific.SESSION 2A (Tuesday. 1. Evaluate the information and logistics needs of Vocera’s target customers (as they apply to purchasing Vocera’s offering). April 10) TOPIC: Designing and Managing Multi-Channel Systems LECTURE: In this session we consider the challenge of designing and managing multiple ways of “going to market. Which channel appears to offer the better economics? 2. The company made the early decision to go to market indirectly. DISCUSSION QUESTIONS: Compare the costs Vocera is likely to incur by going direct versus indirect. We discuss the rationale for multi-channel systems as grounded in the segmentation in end users’ wants and needs for channel services. This channel strategy has come under attack as the company faces growing questions from its investors and problems with some of its VARs. and Webster. Note: you may assume that the fully loaded cost of a sales rep.

Avon’s business model has been consistent: recruit women to serve as “Avon Ladies” who. 2006. DISCUSSION QUESTIONS: 1. If it adds a direct channel. We introduce the concept of the channel control program. 1996. April 17) TOPIC: Expanding to Online Distribution CASE DISCUSSION: Avon. relatives. The commercialization of the Internet offered Avon a seemingly attractive opportunity: sell directly to the consumer. Though the average income of Avon representatives was fairly low. Pearson Prentice Hall.the ability of the manufacturer to influence the behavior of channel members. “Channel Power: Getting It.com.” Harvard Business Review. sell the products to their friends. president and general manager of Avon. Do you feel that Avon should sell direct to the consumer? Why or why not? 5. We will also discuss vertical conflict.com? One way to do this may be to examine the economics of being an Avon rep and assess the impact that the direct Internet channel would have on them. Coughlan et al. We then turn to the concept of channel power -. 84-95. Is there a clear segmentation in the market related to end user needs for channel services? 3. How would you evaluate the extent of potential conflict between traditional reps and Avon.com (A) Avon Products is a well-known global manufacturer and marketer of beauty products. “Make Your Dealers Your Partners. April 17) TOPIC: Managing Indirect Distribution Systems (Third-Party Distributors) LECTURE: This session will cover the challenges of managing independent resellers. Fites. what steps might Avon take to avoid damaging levels of conflict? SESSION 3B (Tuesday. Who makes up Avon’s target market? How can it be segmented? 2. in turn. Since its inception in the late 19th century. 7th edition. March-April. READING: 1. the "playbook" by which the manufacturer organizes its channel management activities in order to achieve desired outcomes.” in Marketing Channels. its sources and ways to mitigate it. neighbors and co-workers. Describe the channel services provided to end users by the traditional Avon representative. Using It. 10 . Len Edwards. We begin with a discussion of distribution intensity – how many resellers to authorize to carry a product. marketing and distribution costs at Avon totaled nearly 50% of net product sales. 2. Keeping It. 4. The Internet also offers the potential for cutting costs out of the system. 196-242. must decide what role the company’s online effort would play in selling to end users and in managing the relationship between the company and its traditional representatives.SESSION 3A (Tuesday.

The company attempted to benefit from the boom in the housing market in the 2000s by shifting its focus from its traditional channel of custom installation dealers to pursuing production developers and mass-market consumers. 2011. What has happened over the past few years? How much power does Sonance have in this relationship? What factors are likely to be driving the behavior of the custom installation dealers? 3. READINGS: 1. DISCUSSION QUESTIONS: 1.SESSION 4A (Tuesday. 3-12. Sonance was a turning point. Assess the vertical relationship between Sonance and the custom installation dealers. Sonance. 3-6.” Harvard Business Review. “The Future of Shopping. Dec. 2011. Morse. 2. Dec.” Harvard Business Review. invented a new product category: in-wall speakers. While growth accelerated. What are the advantages and disadvantages of each? 2. April 24) TOPIC: Retail Strategy In this session we will discuss the middleman’s perspective. Stores Are. Rigby. a high-end audio company. Describe Sonance’s current distribution structure and the channels it uses to reach its end customers. At the close of 2005. “Retail Isn’t Broken. focusing on the challenges in developing effective retail strategies and competing successfully as a retailer. New management must decide how to proceed. What steps would you take? Why? SESSION 4B (Tuesday. 11 . its relationship with the high-end audio dealers began to deteriorate significantly. April 24) TOPIC: Rebuilding a Channel CASE DISCUSSION: Sonance at a Turning Point In 1982.

” Harvard Business Review. May 1) TOPIC: Competing in Retailing CASE DISCUSSION: Reed Supermarkets In 2011. Mayer and Greenberg.” Chapter 2 in Cracking the Sales Management Code. 13-35. Sales Forecasting at EchoPort. if any. May 8) TOPIC: The Role of the District Manager 12 .” McGraw Hill. 5. May-June 1990. In what aspects is it strong versus weak? 2. Collins must decide what adjustments. How serious is the threat to Reed posed by dollar stores and Aldi? 3.in the Columbus market. Meredith Collins. Jordan. 4. a conventional supermarket chain with outlets in several Midwestern states. The Reed chain of 192 stores had fared relatively well against supercenters and wholesale clubs. ASSIGNMENT: The group case write-up is due at the beginning of class. the role of the district manager. Gellerman. “What Makes a Good Salesman. 3.and positioning -.” Harvard Business Review. 2012. SESSION 5B (Tuesday. For specific instructions on guidelines and format. but had encountered increasing competition from dollar stores and limited assortment stores. to make to the current marketing and positioning strategy. and introduce students to the EchoPort sales simulation. the vice president of marketing of Reed Supermarkets. DISCUSSION QUESTIONS: Assess Reed’s position -. May 1) TOPIC: Managing Direct Selling Activity LECTURE: This session will cover key issues in the management of personal selling effort. Revised 01/08/12. faces a multifaceted competitive challenge. “The Tests of a Good Salesperson. whose low price points are especially appealing to consumers during an economic downturn. please see the hand-out on preparing this assignment. Stanford Graduate School of Business.SESSION 5A (Tuesday. distributed earlier and available on the course web page. Do you think Collins should continue the dollar specials campaign? Why or why not? What is the financial impact of this decision? 4. “What Can We Really Manage. Stanford Graduate School of Business. READING: 1. July-August 2006. 2. Revised 01/08/12 SESSION 6A (Tuesday. 4-7. EchoPort Sales Management System (SMS-Rep): Sales Rep User’s Manual. What strategy should Reed follow going forward? 1.

Do you agree with his decision to “over goal” in setting quotas for the sales reps in his district? b. Zoltners. Patty Thompson c. May 8) TOPIC: Sizing the Sales Force LECTURE: During this session. “The Sales Learning Curve.” Darden UV0744. Leslie and Holloway. 2. 1.Why? a. 70110.CASE DISCUSSION: NetApp: The Day-to-Day of a DM The case presents the dilemmas and decisions facing Jim Wilson. “Match Your Sales Force Structure to Your Business Life Cycle.” pp. (Recommended) ZSZ Text Chapter 8.” excerpted from Smith and Quelch (eds) Ethics in Marketing (Irwin. What do you see as the pros and cons of using a “best on best” approach to allocating accounts and/or territories across reps? 2. firing. (Recommended ) ZSZ Text Chapter 3. 4. What do you think Jim Wilson should do (or should have already done) about the following three sales reps in his district? Be specific about the actions you would take (e.. Kopp.” pp.g. Todd Deschutes 4. How would you recommend that Jim Wilson manage the situation in order to make his $32 million district quota for the current fiscal year? Please be specific. a relatively new district sales manager at Network Appliance (NetApp). “The Critical Role of the First-Line Sales Manager.” Harvard Business Review. DISCUSSION QUESTIONS: How do you think Jim Wilson is doing at managing his district? a. 539-556. 218-247. Sinha.” Harvard Business Review. etc. we will discuss approaches for determining the appropriate size of a direct sales force and the factors which often complicate this decision. READING: 1. July-August 2006. May 15) TOPIC: Allocating Sales Resources 13 . July-August 2006. pp. improvement plan. “A Note on Sizing the Sales Force. SESSION 7A (Tuesday. Estimate the expected payback period for replacing a marginal sales rep. William Frank b.). What are the implications? 3. SESSION 6B (Tuesday. 1993). “Ethical Issues in Personal Selling and Sales Force Management. “Sizing the Sales Force for Strategic Advantage. READING: 1. and Lorimer. 3. 2. 2006. Kumar and Kalla. special status.

What are its strengths and weaknesses? How does it compare to competitors’ sales organizations? 4. Evaluate the current size. “Sales Force Management and Measurement. READING 1.. RF generators. Describe the purchase process for cardiac electrophysiology (EP) catheters and associated imaging systems. pp.CASE DISCUSSION: Biotron Electrophysiology This case discusses the efforts of a small division within the Biotron Corporation (a disguised name) to launch a new medical device for use by cardiac electrophyiosologists (cardiologists who specialize in the electrical system of the heart). 2005. Larson and Bendle. READING: 1. organization. Assess the competitive position of Biotron’s EP division in the market for EP catheters and associated capital equipment (i. The national sales manager is pushing for an increase in the number of sales reps while marketing is seeking funds to support other activities. imaging systems). electrophysiology catheters. (Recommended) ZSZ Text Chapters 9-10. examining the balance between fixed salary and commission and investigating the role of quotas and other incentives. 14 . What do you think is the likely relationship between an increase in the number of EP division sales reps and its sales or market share? What are the implications for sales force sizing? 5. SESSION 7B (Tuesday. was an imaging system for visualizing the position of catheters within the heart and was designed to complement and support the division’s principal product line.” Darden UV1417. How would you allocate the additional $2 million in sales and marketing funds given to you to support the Focalizer launch? Please be specific. The device. The division has been allocated a $2 million increase in its budget to support the launch of the new device and management must now decide how best to spend it. (Recommended) ZSZ Text Chapter 2. 36-69. structure. “Sales Force Assessment and Strategy” pp. DISCUSSION QUESTIONS: 1. May 15) TOPIC: Sales Force Compensation LECTURE: In this session we will focus on sales force compensation. and compensation of the EP division’s sales force.e. 248-325. 3. called the Focalizer. 2. Who makes the purchase decision? What are the key factors influencing this decision? 2.

For specific instructions on guidelines and format.000+. (Recommended) ZSZ Text Chapter 5. could become a profitable enterprise. Now. Sears called to say that it was cancelling what had been a promising partnership for Progreso to place kiosks inside its stores. In the following three years. SESSION 8B (Tuesday. trade-offs between efficiency and effectiveness.S. however. May 22) TOPIC: Developing a Successful Sales Model CASE DISCUSSION: Progreso Financiero: Growing Sales Progreso Financiero opened its first location inside a Mexican grocery store in San Jose. the socially responsible micro-lending company had proven to investors that providing credit to working poor Hispanics in the U. 15 . 132158. in the midst of the U. The company completed its Series C venture round in December 2008.S. These include use of general line versus specialized reps. “Designing Sales Territories that Increase Sales. Outside of Northern California.SESSION 8A (Tuesday. May 22) TOPIC: Organizing the Sales Force LECTURE: This session will cover a number of issues related to organizing and structuring the sales force. disbursements were $74. READINGS: 1. in early 2009. its location in Los Angeles was faring even worse. Management will need to act quickly to repair the sales model before the company runs out of cash. financial crisis.000 per month per store versus forecasts of $100. and outsourcing direct sales to manufacturer representatives (the so-called make versus buy decision). Its eight locations in Northern California were producing only 77 loans per month versus expectations of more than 100. California in 2006. Not all the news was good. as Progreso’s sales were coming up short. distributed earlier and available on the course web page. ASSIGNMENT: The individual case write-up is due at the beginning of class.” pp. please see the hand-out on preparing this assignment.

May 29) TOPIC: Selling. how would you structure the new sales force? 4. 434-461. 326-388. 2. What are the similarities and differences among their customers and competitors? 2.” McKinsey Quarterly. SESSION 9B (Tuesday. What do you recommend as the new compensation structure? How will it compare to premerger compensation? How would you address the issues of fairness to all parties and the need to control the overall cost of sales? 5. “Building a Potent Sales Force Culture. What are the pros and cons of each? Would you recommend that Sallaberry follow one of the four options? If not. 3. “Keeping Your Sales Force After the Merger. 2002.SESSION 9A (Tuesday. assumed the role of executive vice president of worldwide sales after the merger. Assess the comparative strengths and weakness of the two sales organizations. “Setting Effective Goals and Objectives” pp. (Recommended) ZSZ Text Chapter 11. We will also prepare for the national VP-level sales simulation to be held during the following class session. Written background materials will be distributed in class. How should Sallaberry decide which reps get which jobs in the new organization structure? READING: 1. He needed to design a sales force integration plan that would allow the company to achieve its ambitious growth goals without sacrificing short-term sales momentum. Paul Sallaberry. 16 .” pp. Veritas and Seagate’s Network Storage and Management Group agreed to merge. an executive from Veritas. DISCUSSION QUESTIONS: 1. May 29) TOPIC: Merging Sales Organizations CASE DISCUSSION: Veritas 1999 (A and B) In October 1998. Managing and Forecasting DISCUSSION: EchoPort Summary/Discussion and Preparation for National Sales Simulation In this session we will briefly discuss the key lessons learned from the EchoPort sales simulation played over the previous several weeks. Compare the nature of the markets historically targeted by Veritas and Seagate. Should Sallaberry proceed slowly and carefully in rolling out the merger or move as quickly as possible? 6. and Chapter 15. Bekier and Shelton. Evaluate the four integration options that the consultants presented to Sallaberry.

Teams will compete. students will be invited to play the Sales and Channels Pyramid Game. 17 . Sonatek Student groups will be assigned to play the role of the sales vice president and his/her staff for one of two competitors in the hand-held ultrasound market: Portaview or Sonatek. Time permitting. June 5) TOPIC: Course Summary We will use this time to review the major concepts in the course and some of the legal issues in channel management. directly with each other over a multi-year competitive game. WEEK 11 ASSIGNMENT: Course Projects Each group must submit the final written report for its sales and channel audit no later than Monday.SESSION 10A (Tuesday. The simulation will move quickly. students will return to the classroom for presentation of the winners and a discussion of key lessons learned. At the conclusion of play. Teams will need to prepare for the simulation beforehand by carefully reading the advance materials (to be distributed in the preceding class) and meeting to develop a strategy to build out their sales force most efficiently and effectively. so teams should consider assigning responsibilities for different aspects of data analysis and decision-making. SESSION 10B (Tuesday. Groups will be assigned to break-out rooms for the duration of the exercise. It may be submitted directly to me (B516) or to my administrative assistant in the marketing area office (B512). PREPARATION: Each group should come prepared with its first year decisions ready before beginning the simulation. June 11. June 5) TOPIC: Building a Sales Force to Win IN-CLASS SIMULATION: Portaview vs. via the simulation. 5 pm. There will be no formal class meeting during final exam week. Paper copies are very much appreciated but you may use email to meet the deadline.

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